1 st october 2015 improvement leaders collaboratives launch event
TRANSCRIPT
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1st October 2015
Improvement Leaders
CollaborativesLaunch event
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WelcomeJulie FryattExecutive Lead for Leadership and Workforce Supply
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Aims for the our Launch Event• Encourage, enable and engage with the work of
the programme
• Hear perspectives on leadership, improvement and working across systems
• Connect and share learning
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Launching today…..• 10 collaboratives working on • 10 improvement initiatives
• 53 leaders and their sponsors • 30 organisations
Follow us on Twitter @eoeleadership #eoeleadimp
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Leading improvement in health care
Professor Chris HamChief Executive1 October 2015
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2015-20
› NHS budget will increase by ‘at least’ £8bn by 2020/21
› ADASS estimates adult social care faces a funding gap of £4bn by 2020/21
› NHS needs to deliver £22bn productivity improvements to bridge its funding gap of £30bn
› This has never been achieved before
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Three big challenges
› Sustaining existing services and standards of care
› Developing new and better models of care
› Doing both of the above by engaging staff and reforming ‘from within’
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Sustaining existing services
› Keeping the focus on quality of care and patient safety
› Maintaining good performance on key targets like waiting times
› Recruiting and retaining (and training) the workforce of the future
› Balancing budgets
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Developing new models of care
› Implementing the five year forward view and integrating care
› Giving priority to prevention and population health improvement
› Taking forward Devo Manc and extending to other city regions over time
› Embracing new technologies where they bring benefits
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Reforming the NHS from within
Successive governments have relied on external pressures to reform and improve the NHSMuch more emphasis should be placed on change being led locallyHigh performing health care organisations and systems around the world show how this can be done
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What does this mean for the NHS?
› Organisational stability› Leadership continuity› Vision focused on quality and safety› Specific goals for improvement› Systematic measurement of progress towards
goals› Development of leadership at all levels› Training in QI skills and methods
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What does this mean for the NHS (2)?
› Understanding and responding to what matters to patients
› Seeking and acting on patient feedback› Leaders who listen to and engage staff› Leaders who create time for staff to care and
remove obstacles to safe and high quality care› Leaders who are personally and visibly committed
to patient-centred care
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Leadership is needed at all levels
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The leadership challenge
CEOs and senior colleagues have to make a sustained commitment to reform from withinIt requires leaders of NHS organisations to be personally and deeply involvedThese leaders must be willing to themselves devolve powerMeaningful staff engagement and clinical leadership (esp. medical) are essentialPartnership between experienced managers and skilled clinical leaders is critical
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A long march
› Real and sustainable improvement takes time› It occurs through ‘the aggregation of marginal
gains’ not big leaps forward› Improvement must draw on the intrinsic
motivation of doctors and others to provide high quality care
› Political leaders should set budget and system objectives but not micro manage
› Political leaders and regulators should do no harm
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Systems of care
The NHS in England is too fragmented – local systems of care must evolveSystems of care need to link hospitals, community services and primary care e.g. in a city or countySystems don’t mean mergers: they are alliances and networks of providersSystems offer the best hope of the NHS sustaining services and developing new care models
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What do systems require?
Sophisticated governance arrangements with real teethRisk sharing agreements developed ex anteSupport from national bodies to facilitate and remove obstaclesLeadership by experienced teams with a track record of success
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Reframing the debate
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After coffee please go to workshop
rooms
Bedfordshire and Hertfordshire Cambridge and PeterboroughBreakout room: Corpus Christi
Essex Norfolk and Suffolk
Breakout room: Magdalene
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The programme and practicalitiesMarisa ChattersonSenior Consultant, Hay Group
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Congratulations, you did it!
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ILC principles and objectives• Empower participants to shape and lead the future of health
care delivery• Create a network of system leaders who have the capability,
enthusiasm and energy to innovate across boundaries• Recognise the different starting points and learning styles of
individuals• Enables and facilitates service improvement and delivery• Integrates development and learning between different
disciplines professions and organisations• Build on and complements existing leadership capability,
skills, knowledge and behaviours.
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Residential ModuleObjectives
• Time and space to focus work on the collaboratives initiative
• Time and space to plan and prepare for the ongoing work of your collaborative
• Time and space to continue to develop relationships in collaboratives and wider cohort
Key Dates• Cambridge and Peterborough and Bedfordshire and
Hertfordshire- 5/6/7 October• Norfolk and Suffolk and Essex- 12/13/14 October
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WebinarsOverview
1. Using data and measurement for improvement led by Martin Land, Director Landmark Health Consulting and Leadership
2. Unconscious process, systems psychodynamics and the practice of system leadership led by Anne Benson, Principal Consultant and Researcher, The Tavistock Institute
3. The content of this webinar will be confirmed at a later date
Key Dates• Webinar 1: Tuesday 10th November 2015 (2.00 – 3.30pm)• Webinar 2: Thursday 7th January 2016 (2.00 - 3.30pm)• Webinar 3: Wednesday 10th February 2016 (2.00 – 3.30pm)
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Master ClassesOverview
1. Creating effective organisational cultures, led by Professor Michael West
2. The content of this master class will be confirmed at a later date
Key Dates• Master Class 1: Tuesday 17th November 2015 (10.00 –
1.00pm)• Master Class 2: Thursday 14th January 2016 (10.00 –
1.00pm)
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Impact GroupsOverview
• Critical part of the programme• Formation of the groups will be on day two of the
residential module• Impact groups meet on five separate occasions as
an intact group• Dates can be found in the Induction Booklet
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Consultancy SupportOverview
• Bespoke consultancy support in response to the needs of the collaborative
• Days to be allocated as and when the need arises
In addition to all the elements of the ILC there is access to:• Coaching and mentoring, 3 – 4 sessions• 360 feedback
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Lastly…
http://eoeleadership.hee.nhs.uk/ilc
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HEALTHCARE LEADERSHIP MODEL 360 FEEDBACK
ACCESS TO COACHING AND/OR MENTORING
ACCESS TO CONSULTANCY
APPLICATION PROCESS
Step 1Contact Workforce
PartnershipStep 2
Fill out form ensuring sponsor’s support
Step 3Submit form by 10 August
LAUNCH EVENT
1 October 2015
Residential Module
Webinar
Impact Groups
Masterclass
CLOSING EVENT
15 June 2016
JULY 2015
JUNE 2016
ILC 2015 - 10 collaboratives, 53 participants
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Lunch
Lunch will be served outside the main room
Please return by 13.25
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Six challenges to becoming an effective system leaderMatthew RiceSenior Consultant, The King’s Fund
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• Having the ability to step back
• Able to operate in a VUCA environment
• Influence without line authority
• Collaborate and engage key stakeholders
• Demonstrate greater openness
• Personal qualities and skills Constable, A. (2015) Comments. Available at: http://www.health.org.uk/blog/six-challenges-becoming-effective-system-leader/?utm_source=charityemail&utm_medium=email&utm_campaign=september-2015&pubid=healthfoundation&description=september-2015&dm_i=4Y2,3OTBU,3QAO3C,D9PX9,1
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Panel discussion withAlison Cameron, Patient Leader and Associate at The King’s FundImandeep Kaur, Founder ImpactHub BirminghamJenny Hand, Chief Executive of Leicestershire AIDS Support ServiceStafford Scott, Community Leader and Activist
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Common Language
Social + Medical = Community
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Partnerships for change
• LASS Women's Project
• East Midlands African HIV Prevention Partnership
• Reaching People
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Partnerships for change
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The Route
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Partnerships for change
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Inside the box
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Workshop 2 after the breakCollaborative members and alumni:
Please go to the same breakout rooms as for workshop 1.
Sponsors and guests:For the talent management workshop please come back to the main room.
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Strategic Workforce PlanningLinks to talent management and succession planningMarisa ChattersonSenior Consultant, Hay Group
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Agenda
Introductions The strategy map
The five rights
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50
Workforce Strategy Map: The structure of a strategy map and how does each piece fit together?
Identify the required workforce and HR activities to do this well (Your workforce framework)
Identify what the university needs to do well to deliver value (Value Chain Analysis)
Identify key themes from the business school strategy (Your
Strategic Objectives)
STRATEGY – WHAT DO WE DO FOR THE STUDENTS / STAFF?
PROCESS – HOW DO WE DO THIS?
WORKFORCE – ENABLING FUTURE OF THE BUSINESS SCHOOL
REQUIRED WORKFORCE – SIZE, SHAPE, SKILLS, SITES, SPEND
HR ACTIVITY IMPLICATIONS – RECRUITMENT, DEVELOPMENT, SUCCESSION PLANNING, PERF MGMT ETC
Workforce Group / Job Family
Current status
Current status
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An example: strategy mapping with Essex NHS elderly care
Strategy- what do we do for the customer/ client/ patient?• Provide rehabilitation and reablement services• Keep patient in stable state in own residence• Ensure timely presentation and assessment for treatment and care
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An example: strategy mapping with Essex NHS elderly care
Process- how do we do this?• Create aligned teams for community support with social and healthcare skills• Develop joint commissioning structures and workforce to commission whole
care of the elderly pathways• Integrate and coordinate services to improve crises response, reablement and
rehabilitation and end of life care
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An example: strategy mapping with Essex NHS elderly care
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Critical Role Grid
0 1 2 3 40
3
2
1
4
Str
ateg
ic im
po
rtan
ce
Scarcity of skills
Criticality of roles
Tele healthcare
Accountant
Paramedic
Quality manager
Customer service
Medical Director
CRITICAL ROLES
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Identify the essential accountabilities, competencies and skills required to perform in the critical role
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RIGHT SIZE The required number of people for the jobs that are
needed to achieve the strategic goals efficiently
and effectively
RIGHT SHAPE
The right composition of workforce, in terms of
structure and purpose, in - and outsourcing, as well as
the appropriate diversity mix
Clarity about the capabilities that are necessary and pivotal to bridge current gaps and meet future goals
RIGHT SKILLS
Availability of people with the right capabilities at the right locations, ensuring critical mass, to meet changing requirements
RIGHT SITE
RIGHT SPEND
The five rights – what the right workforce looks like
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Right Size - do you have the right number of people for the jobs and skills needed to achieve your strategic goals?
Is the workload of your employees significantly increasing or decreasing?
Are you already facing major people shortages in any critical areas now or in the future?Is the shifting environment impacting staffing needs?
Are new technologies driving changes to your structure or productivity?
Is there room to reduce your workforce in any areas?
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Right site – do you have the availability of people with the right capabilities at the right locations?
Are people in the right location?
Are you in a high cost area? Should you relocate resources to cheaper areas?
Do you have a critical mass in the right location?
Will you get additional resources where you need them?
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Right shape – do you have the right composition of workforce?
Are you strong enough in your core capabilities?
Are your people in the right roles, right place?
Is distribution across your job grades in line with organisational requirements?Is there an appropriate balance of operational, managerial, development and project positions?Will your workforce have the right demographic structure and mix of diversity?
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Right skills – do you have the capabilities to meet future goals?
How does you strategy and evolving business model impact strategic capabilities?
Have you the right skills to deliver in the future?
Where will the skills need to change significantly?
What are the critical capabilities for your organisation?
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Right spend – do you have an effective staff/cost ratio?
What are our benchmarks for people costs? How can we optimise these costs?
Will we have the right staff/cost ratio in the future if we continue as we are?
Will staff costs rise in line with expected budgets?
Do you have staff in the right locations from a cost perspective? Could you move to a more cost-effective location?
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Integrated workforce planning
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Next steps and close